Team Archbow

  •  May 07

 

The Asembia ASX25 Summit has once again proven itself as the premier gathering for leaders across the pharmaceutical, biotechnology, and specialty pharmacy industries. This year in Las Vegas, the conference was abuzz with innovation, collaboration, and meaningful dialogue on the future of specialty pharmaceuticals. As Archbow Consulting continues to partner with organizations navigating the evolving healthcare landscape, we’re excited to deliver hard-hitting insights and key takeaways from this year’s most influential event.

1. The Rise of Digital Health and Technology Integration

Asembia 2025 showcased a growing consensus: digital health is no longer optional but essential. From Artificial Intelligence (AI)-driven adherence solutions to real-time data integration, technology is transforming patient support, distribution, and outcomes measurement. Sessions highlighted the increasing adoption of digital platforms to streamline prior authorizations, enhance patient engagement, and enable real-world evidence collection. The buzz around AI and automation underscored an industry-wide commitment to leveraging data for better decision-making and patient outcomes.

2. AI Adoption in Pharma: Hype, Hurdles, and What’s Next

Pharmaceutical companies are eager to implement “AI strategies,” but many are unclear about what proper AI integration means or what business objectives they hope to achieve. For now, many organizations want to signal that they’re embracing AI, leading to a flurry of activity from vendors pitching a wide array of solutions—some of which recall the early days of e-Services, when digital front-ends often masked labor-intensive manual processes. While today’s AI tools offer some functional value, their practical utility can be limited. Still, this is a space to watch, most notably the pace of innovation, especially from nimble startups. Notably, companies such as Authenticx and Infinitus have already introduced practical AI-powered tools currently delivering value in real-world operations. Their solutions exemplify how thoughtfully designed technology can address specific industry needs, even as the landscape evolves rapidly.

By Asembia 2026, we expect several new AI-driven solutions delivering meaningful, measurable impact.

3. Adapting Business Models as Gross-to-Net Challenges Escalate

The gross-to-net gap in the pharmaceutical industry continues to widen, exacerbated by the potential impact of new tariffs and ongoing concerns around 340B pricing. Many manufacturers are feeling increased financial pressure and are actively exploring adjustments to their channel strategies and business models in pursuit of greater gross-to-net efficiency. While these efforts may help mitigate some of the financial impact, they are unlikely to fully resolve the complexities introduced by 340B, which remain highly dependent on product type and administration site. As for tariffs, views are split on whether pharma will absorb these costs (more likely for brand manufacturers) vs. passing to the consumer (generic manufacturers).

4. Maximum Fair Price Provisions

Pharmaceutical manufacturers are facing increasing pressure to comply with the Inflation Reduction Act’s (IRA) Maximum Fair Price (MFP) provisions, which take effect in 2026 by applying MFP to ten Medicare Part D therapies. By 2029, up to sixty therapies across Medicare Part D and Part B will be subject to these requirements. The Centers for Medicare & Medicaid Services (CMS) mandates that primary manufacturers submit a comprehensive plan by September 1, 2025, detailing how MFP will be made available, including robust processes for deduplicating 340B-covered units for selected drugs. Multiple stakeholders are actively exploring strategies to prevent duplicate 340B and MFP claims for the same patient.

5. Policy Updates Impacting PBM Vertical Integration

Arkansas recently enacted several new laws aimed at addressing issues related to vertically integrated Pharmacy Benefit Managers (PBMs), including prohibiting PBMs from obtaining specific pharmacy permits, prohibiting pharmaceutical manufacturers from restricting or limiting prescription medications to a limited distribution network of out-of-state pharmacies, and amending the Arkansas PBM Licensure Act, establishing specific fees and new reporting requirements.

While the full implications of these regulations are still being assessed, several key questions were raised during discussions at Asembia:

• Is there an opportunity to amend or challenge these new regulations?
• Will there be any exclusions or exceptions for rare or orphan drugs?
• How will shifting patients be handled, and who will ultimately make these decisions—healthcare providers, patients, or payers?

At this time, definitive answers to these questions have yet to emerge. This evolving regulatory landscape will be closely monitored as further guidance becomes available.

6. Emerging 3PL Alternatives Challenge the Big Three

Many new vendors are capitalizing on widespread dissatisfaction with the traditional “Big Three” third-party logistics (3PL) providers. Smaller, specialized 3PLs are entering the market to offer more competitive and flexible solutions. Companies like LogiCare 3PL and Presa Solutions have recently emerged as notable 3PL/SD alternatives, particularly for rare disease manufacturers. These entrants emphasize a willingness to tailor their services to the unique needs of each manufacturer, rather than forcing clients into rigid, one-size-fits-all models. While the Big Three maintain they continue to win new business, many manufacturers are voicing increasing frustration with bureaucracy, high fees, and a lack of personalized support, creating an opening for these agile new competitors.

7. The Rise of Niche Strategies Among Independent Specialty Pharmacies

Optimizing distribution channels remains a top priority for manufacturers. Independent specialty pharmacies seek to differentiate themselves within the industry by focusing on specific niches, such as targeted disease states, unique patient populations, or specialized administration methods. By honing in on these areas of expertise, they aim to compete more effectively with established market leaders to capture the attention of pharmaceutical manufacturers.

8. Outsourcing Trade Expertise

At this year’s Asembia conference, a prominent theme was the increasing difficulty and cost of recruiting and retaining experienced National Account Managers and trade-focused professionals. The talent pool for these specialized roles is limited, driving up compensation demands and making it especially challenging for smaller and emerging biotech companies to compete with larger organizations for top-tier candidates.

As a result, more small and mid-sized biotech firms are turning to outsourcing as a practical solution. By partnering with established service providers, these companies can access seasoned professionals with deep operational and vendor management expertise, without the overhead of full-time hires. This approach helps bridge critical talent gaps and enables biotech companies to remain agile and focused on their core business objectives, leveraging the strategic insights and industry relationships that outsourced experts provide.

Archbow Consulting helps pharmaceutical and biotech companies in the USA and Europe design, build, and optimize product distribution and patient access strategies. Archbow was founded by industry veterans to meet a need in the marketplace for consulting options that offer diverse real-world experience, are able to leverage deep connections across the industry, and can also provide actionable strategic guidance. We invite you to learn more about our team, services, and clients’ success, and connect with us via email, LinkedIn or subscribing to this blog which you can do below.

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